Journal of Applied Case Research (JACR) – Volume 9 Number 1

JACR is a publication of the Southwest Case Research Association (SWCRA). JACR publishes teaching cases in all business disciplines. Cases may be grounded in primary and/or secondary data sources. Whether primary or secondary, sources must be well documented.

BrickHouse Brewery

  • Stuart Rosenberg, Monmouth University


This is a decision-based case where the primary source of the information was an extensive on-site interview in 2010 with the General Manager of the BrickHouse Brewery. The names of the individuals in the case were disguised, as were the financial data, which were estimated by the author following the interview process.

Cindy Gannon was the General Manager of the BrickHouse Brewery, a restaurant in Patchogue, New York. The BrickHouse, opened in 1995, was the largest restaurant in town, having successfully differentiated itself from its competitors by also serving as a microbrewery and featuring entertainment six nights per week. Cindy effectively managed all aspects of the restaurant, which included staffing and creating promotional strategies.

The town of Patchogue, once a commercial hub on Long Island’s south shore, had gone through a period of decline in the 1980s and 1990s following the advent of shopping malls. One of the BrickHouse’s owners presented Cindy with an idea for a new promotional strategy that had been discussed at a Chamber of Commerce meeting. The strategy, called Alive After Five, appeared as though it could help revive downtown Patchogue, but it was uncertain whether its possible benefits for the BrickHouse Brewery was sufficient to outweigh its costs– both real and emotional.

The case has been used in both undergraduate and graduate courses in Strategic Management, and it has been very well received by students due to the business that it is based on as well as the timeless nature of Cindy’s decision. The case is also applicable to courses in Marketing and Small Business Management. The Epilogue at the end of the Teaching Note enables the instructor to bring students up to date with the events of the case.


Restaurant industry, Promotional strategy, Five Forces Analysis, Stakeholder Analysis, Cost-Benefit Analysis, Social Responsibilty


Rosenberg, S. (2011). BrickHouse Brewery. Journal of Applied Case Research, V9(1), 1-15.

Christ Community Health Services of Augusta

  • Simon Medcalfe, Augusta State University
  • Jeffrey R. Miller, Augusta State University
  • Nabil A. Ibrahim, Augusta State University


This is a descriptive case using primary and secondary sources. All names, locations, dates and numeric data are real.

In this case, Dr. Robert Campbell and Dr. Grant Scarborough seek to provide affordable primary health care for patients in urban Augusta, Georgia, who are without adequate medical insurance. In November of 2007, they established Christ Community Health Services of Augusta (CCHSA). These two doctors look at this venture as not only an important service to their community, but also a spiritual calling. For example, on their philosophy of ministry they state, Jesus “did not come to be served, but to serve” (Matthew 20:28). While they have performed an important service to their community, these men are concerned about the future of CCHSA. Demand is far outstripping their ability to provide quality medical care in their current facilities so they would like to move to a larger building and attract more doctors. However, their ability to do so is dependent on their current financial position and charitable contributions.


Strategic management, Not-for-Profit organizations, Healthcare Industry, Entrepreneurship, Accounting for Not-for-Profit organizations


Medcalfe, S., Miller, J., & Ibrahim, N. (2011). Christ Community Health Services of Augusta. Journal of Applied Case Research, V9(1), 16-29.

Subcontractor Dodging the Dotted Line

  • Joe V. McCall, Chamberlain Holdings, LLC
  • Cynthia M. LeRouge, St. Louis University
  • Maggie Jiao Ma, St. Louis University


This description-based case was written using primary data. All company and personal names are fictional. The facts and figures are all correct and accurate.

This case explores the challenges faced by a major construction company when it outsourced a steel construction contract to a small, independent firm that procrastinated signing a legal agreement. The case illustrates the importance of managing risks from the point of project initiation. Risk management must include the bidding process and the selection of a subcontractor. When trying to meet project goals, timing, scheduling and quality requirements are difficult to manage. Failure to properly manage the subcontracting process may compromise these goals. This case also shows the complexities of collecting restitution when a contract is not in place, and emphasizes the importance of communicating to clients the likely project risks.

In class, all questions can be completed in approximately 75 minutes. Teaching Supplement 1 and 2 can extend the case time an additional 15 to 20 minutes each.


Risk management, Industry analysis, Construction industry, Subcontracting process, Description-based case


McCall, J. LeRouge, C., & Ma, M. (2011). Subcontractor dodging the dotted line. Journal of Applied Case Research, V9(1), 30-43.